North Greenville University 
The information on this page was last updated 11/17/2023. If you see errors or omissions, please email: [email protected]
Summary
North Greenville University is a private liberal arts institution affiliated with the South Carolina Baptist Convention and recognized as one of the most notable conservative Christian universities in the Southeast and even the nation.
Contact information
Mailing address:
North Greenville University
PO Box 1892
Tigerville, SC 29688
Website: ngu.edu
Phone: 864-977-7000
Email: [email protected]
Organization details
EIN: 570314406
CEO/President: Dr. Gene C. Fant, Jr.
Chairman: Mandie Boyd
Board size: 25
Founder:
Ruling year: 1946
Tax deductible: Yes
Fiscal year end: 05/31
Member of ECFA: Yes
Member of ECFA since: 2021
Purpose
At the heart of NGU is a Christ-centered community of genuine, caring faculty and staff members who are committed to providing every student with not only a quality educational experience, but also hands-on opportunities for spiritual growth and service on campus, in the local community, and around the world. The university strives to prepare students to become better, contributing members of society by educating the whole person through an integration of academic discipline, a Christian lifestyle, and an enriched cultural experience while offering students the best opportunities for spiritual growth, academic training, and Christian service. Christ must be the center of the campus for the purpose of Christian education and Christian character-building. North Greenville University offers a quality education in a biblically sound, Christ-centered environment.
Mission statement
North Greenville University exists to glorify God by cultivating graduates who are equipped to serve as transformational leaders for church and society.
Statement of faith
These core values will combine to equip transformational leaders for church and society and give us a solid foundation for our work. More than anything they help us understand that we are a part of something significant.
CHRIST-CENTERED
CHRIST: Lord, Savior, Fully God and Fully Man
CENTERED: Having a specified subject as the most important or focal element
NGU exists to build transformational leaders for church and society. If Christ is not the center, our university has no true reason to exist.
BIBLICALLY FAITHFUL
BIBLE: inspired by God, profitable for teaching, for rebuking, for correcting, for training in righteousness
FAITHFUL: true to the facts, to a standard
NGU is a contemporary representation of the unchanging truths of God's unchanging Word. Our university aligns itself with biblical standards and authority.
ACADEMICALLY EXCELLENT
ACADEMIC: based on formal study
EXCELLENT: eminently good
NGU offers programs of learning designed to wholly honor God with our minds, producing graduates who think critically and communicate clearly.
MISSION-FOCUSED
MISSION: a specific task a group is charged to pursue
FOCUS: adjustment for distinct vision
NGU has a distinct mission to glorify God by cultivating graduates who are equipped to serve as transformational leaders for church and society.
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Colleges/Universities
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 168 of 1106 | 13 of 129 |
| Fund acquisition rating | | 392 of 1107 | 44 of 129 |
| Resource allocation rating | | 173 of 1107 | 16 of 129 |
| Asset utilization rating | | 395 of 1106 | 49 of 129 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 10% | 7% | 13% | 18% | 16% | 13% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 1% | 1% | 1% | 1% | 1% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 22% | 19% | 9% | 8% | 7% | 6% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 1% | 1% | 2% | 1% | 1% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 78% | 81% | 91% | 92% | 93% | 94% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 90% | 90% | 90% | 90% | 92% |
Spending ratio Spending ratio = Total expenses / Total revenue | 96% | 97% | 102% | 98% | 96% | 100% |
Program output ratio Program output ratio = Program services / Total revenue | 78% | 87% | 92% | 89% | 86% | 92% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 4% | 3% | -2% | 2% | 4% | 0% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 5% | 2% | -1% | 1% | 3% | 0% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 9% | 9% | 8% | 9% | 7% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.51 | 0.58 | 0.53 | 0.52 | 0.53 | 0.55 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.64 | 3.25 | 3.12 | 2.92 | 2.99 | 3.26 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.40 | 1.88 | 1.64 | 1.53 | 1.58 | 1.81 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.60 | 4.57 | 4.42 | 4.68 | 4.65 | 3.23 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.22 | 0.23 | 0.21 | 0.22 | 0.31 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.34 | 4.99 | 5.65 | 6.18 | 5.95 | 4.58 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 24% | 7% | 8% | 8% | 8% | 10% |
Debt ratio Debt ratio = Debt / Total assets | 11% | 0% | 0% | 0% | 0% | 0% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 151% | 161% | 175% | 177% | 174% | 162% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $11,559,016 | $12,221,365 | $14,296,894 | $11,659,494 | $12,546,090 |
| Receivables, inventories, prepaids | $538,012 | $679,315 | $818,545 | $909,454 | $1,075,074 |
| Short-term investments | $24,506,709 | $26,488,386 | $25,706,598 | $26,466,543 | $22,098,744 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $36,603,737 | $39,389,066 | $40,822,037 | $39,035,491 | $35,719,908 |
| Long-term investments | $14,811,860 | $17,178,221 | $12,606,715 | $13,074,931 | $16,083,041 |
| Fixed assets | $65,420,627 | $64,113,800 | $63,924,964 | $62,807,724 | $62,704,217 |
| Other long-term assets | $2,231,583 | $2,248,788 | $1,868,118 | $1,961,060 | $2,081,248 |
| Total long-term assets | $82,464,070 | $83,540,809 | $78,399,797 | $77,843,715 | $80,868,506 |
| Total assets | $119,067,807 | $122,929,875 | $119,221,834 | $116,879,206 | $116,588,414 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $3,885,060 | $4,560,400 | $3,320,442 | $3,715,660 | $6,140,445 |
| Other current liabilities | $4,120,163 | $4,356,801 | $5,398,027 | $4,684,430 | $4,904,308 |
| Total current liabilities | $8,005,223 | $8,917,201 | $8,718,469 | $8,400,090 | $11,044,753 |
| Debt | $165,353 | $225,193 | $295,470 | $378,889 | $423,184 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $459,096 | $587,453 | $141,616 | $485,585 | $706,204 |
| Total long-term liabilities | $624,449 | $812,646 | $437,086 | $864,474 | $1,129,388 |
| Total liabilities | $8,629,672 | $9,729,847 | $9,155,555 | $9,264,564 | $12,174,141 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | $69,868,000 | $70,187,359 | $70,018,423 | $67,977,596 | $66,123,991 |
| With donor restrictions | $40,570,135 | $43,012,669 | $40,047,856 | $39,637,046 | $38,290,282 |
| Net assets | $110,438,135 | $113,200,028 | $110,066,279 | $107,614,642 | $104,414,273 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $13,285,858 | $5,542,315 | $5,092,890 | $4,223,052 | $4,192,751 |
| Program service revenue | $55,147,684 | $54,780,441 | $57,330,222 | $59,527,160 | $58,988,421 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $2,371,712 | $3,014,706 | $759,395 | $311,226 | $1,348,604 |
| Other revenue | $113,723 | $152,825 | $122,582 | $437,326 | $283,266 |
| Total other revenue | $57,633,119 | $57,947,972 | $58,212,199 | $60,275,712 | $60,620,291 |
| Total revenue | $70,918,977 | $63,490,287 | $63,305,089 | $64,498,764 | $64,813,042 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $61,748,624 | $58,240,984 | $56,219,042 | $55,646,299 | $59,465,878 |
| Management and general | $6,166,441 | $5,744,189 | $5,179,846 | $5,409,750 | $4,557,863 |
| Fundraising | $872,993 | $740,174 | $939,454 | $679,736 | $561,336 |
| Total expenses | $68,788,058 | $64,725,347 | $62,338,342 | $61,735,785 | $64,585,077 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | $2,130,919 | ($1,235,060) | $966,747 | $2,762,979 | $227,965 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | $2,130,919 | ($1,235,060) | $966,747 | $2,762,979 | $227,965 |
Compensation
| Name | Title | Compensation |
| Dr Gene Fant | President | $337,093 |
| Rich Grimm | Executive VP | $205,832 |
| Michael Stowell | Senior VP of Finance | $192,019 |
| Jordan M Hairr | PA Program Dir. & Asst. Professor | $173,927 |
| Nathan Finn | Provost | $164,026 |
| John Duncan | Dean Coll. of Bus. & Prof of Acct. | $149,488 |
| Michael J White | Vice President of Enrollment Services | $149,439 |
| Kaye Rickman | PA Assoc. Program Dir. & Asst. Prof. | $139,439 |
| Marty O'Gwynn | VP of Advance. & Univ. Engagement | $133,651 |
Compensation data as of: 5/31/2022
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 11/17/2023. To update the information below, please email: [email protected]
History
It was a momentous decision they made on Oct. 14, 1891. At the fourth annual meeting of the North Greenville Baptist Association, members appointed a committee of nine men to determine the best location for establishing a new high school in the northern region of Greenville County in South Carolina.
The recommendation to create the committee came in response to a suggestion made at an earlier associational meeting by John Ballenger of the Tigerville community. He asked that the association consider the possibility of providing educational opportunities for mountain area children, as there were only three high schools in the entire county at that time.
The work of the committee led to the establishment of what would later become North Greenville University. Benjamin F. Neves offered 10 acres of beautiful, rolling land - located midway between Glassy Mountain to the north and Paris Mountain to the south. By 1892, the first building was completed and ready for occupancy, and North Greenville High School began with the arrival of the first students on Jan. 16, 1893.
The State of South Carolina chartered the institution as North Greenville High School in 1904. The next year, the Home Mission Board of the Southern Baptist Convention assumed control of the school as part of its Mountain Mission School System, a relationship that lasted for 25 years. In 1929, the North Greenville Baptist Association again accepted responsibility for the school, which had been renamed North Greenville Baptist Academy in 1915.
In 1934, the academy amended its charter to include a junior college in addition to the existing high school. Fifteen years later, the growing institution was transferred from the founding association to the direct control of the General Board of the South Carolina Baptist Convention.
In 1957, North Greenville College received accreditation by the Commission on Colleges of the Southern Association of Colleges and Schools as a two-year liberal arts college, at the same time discontinuing its high school courses. Previously, an amendment to the charter in 1950 changed the name to North Greenville Junior College, and the word "Junior" was deleted from the title of the college in 1972.
In 1991, North Greenville College reaffirmed its basic commitment to quality education, applying to the Commission on Colleges of the Southern Association of Colleges and Schools to offer bachelor's degrees in Christian Studies and church music. The school was given candidacy status the following summer, with its initial cohort of upperclassmen enrolling in the fall semester of 1992. Level II accreditation was granted in June 1994. Then, in 1997, the college's Teacher Education Program received approval from the South Carolina Department of Education.
The college continued to grow and add new bachelor's degree programs over the years, then earned status as a university in 2006. At that time, North Greenville University also began granting master's degrees, specifically the Master of Christian Ministry (MCM) and the Master of Business Administration (MBA).
Today, North Greenville University awards more than 50 undergraduate, online undergraduate, and graduate degrees - including both master's and doctorate degrees.
In the course of the school's existence, North Greenville has benefited from a stabilized enrollment, strengthened academic program, and improved campus facilities. Throughout this period of development, however, the fundamental purpose for North Greenville has remained constant: to provide a quality educational experience in the context of genuine, Christ-centered commitment.